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Seizing the future of business continuity management
Sean Murphy Douglas Weldon March 2015
We live in an era of complex global change
We’ve evolved.
Have we kept up with the times?
Information���Exchange
Situational Awareness
Predictive Intelligence
Competitive Advantage
Survival & ���Existence
How is our use of information evolving?
Leverage the information in our environment to: • Better manage (potential) crisis events • Better manage (potential) opportunities
1. Understand our environment 2. Build tacit knowledge 3. Construct new models
How can we seize the future of BCM?
Information���Exchange
Situational Awareness
Situational Awareness
Predictive Intelligence
Predictive Intelligence
Competitive Advantage
Competitive Advantage
Survival & ���Existence
Understand our environment Our world is complex and nonlinear
Understand our environment How do we typically plan for an incident?
Anatomy of a Crisis
How much of this timeline does your program address?
The range in which many BCM programs operate
Understand our environment We can’t codify procedures for a nonlinear event
Understand our environment Build situational awareness and common ground
Threat Event Crisis Management Control
Event Timeline & Life-Cycle
Information available
Information value
Decisions required Information
Gap
Understand our environment Close the information value gap
Understand our environment Conduct active threat intelligence
Understand our environment Create expertise
Build tacit knowledge Engage in scenario planning
Conducting regular exercises increases levels of preparedness, but for which situations and objectives?
Building muscle memory around exercising capabilities designed for specific scenarios
OR
Building the ability to adapt capabilities to complex and contemporary scenarios
Build tacit knowledge Make future memories
Build tacit knowledge Don’t just look through the rear-view mirror
• Building knowledge around things that have happened can have some value. • Building knowledge around things that could likely
happen is more valuable. • Building knowledge around things that are
happening right now, and are likely to happen as a result, is the most valuable.
• If you could look into the future, what three things would you like to know about the company? • If the company were to collapse in 2020, what
might have caused the collapse and why? • If the company was thriving in 2020, what
would be true of it? • What has surprised you about the company in
recent years?
Build tacit knowledge Get into the mindset of decision-makers
Crisis/Incident Management
Business Continuity
Emergency Management
Disaster Recovery
Information Security
Construct new models Focus on crisis or incident management
Physical Security ���Health/ Safety
Common ground
News, Weather, Chat CDC, WHO, etc. Ops Monitoring Data
e.g., Alerts, Analytics e.g., Social Media Analytics e..g., Ops Data Reports, etc.
Existing Required,
CIM Specific Customized by
Industry/Customer* Capabilities
Applications
CIM Customer *Customization of customer ops data feeds and applications is critical to customer quality
Construct new models Consider end-state architecture
Construct new models Start staying alert
Questions?
Sean Murphy���CEO & President Lootok
Douglas Weldon���Executive Director���BCI-USA Chapter
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